1 Explain the approaches to leadership and discuss which could be the best suitable

style of leadership. Give reasons.

2 “Communication is considered to be the most important and most effective

ingredient of the management process.” Elaborate this statement and discuss the
underlying concept with suitable examples.

3 Discuss whether you need any control when everything is going as planned.

4 Define organisational structure and explain with suitable examples, how structure
and productivity can be linked to each other.

5 Define and differentiate between centralisation and decentralisation of authority.

Critically evaluate the advantages and disadvantages of the two systems in
organisational context.

6 Write short notes on any three of the following :

(i) Delphi technique
(i) Johari Window
(iii) Democratic vs Laissez-Faire
(iv) Semantic barrier
(v) Informal groups

SECTION B

7 Read the case given below and answer the questions given at the end.

Ms. Subhashini had graduated with a degree in foreign languages. As the child of a
military family, she had visited many parts of the world and had traveled extensively
in Europe. Despite these broadening experiences, she had never given much thought
to a career until her recent divorce from Mr. Srinivas.

Needing to provide her own income, Ms. Subhashini began to look for work. After a
fairly intense but unsuccessful search for a job related to her foreign language degree,
she began to evaluate her other skills. She had become a proficient typist in college
and decided to look into secretarial work. Although she still wanted a career utilizing
her foreign language skills, she felt that the immediate financial pressures would be
eased in a temporary secretarial position.

Within a short period of time, she was hired as a clerk/typist in a typing pool at Life
Insurance Company. Six months later, she became the top typist in the pool and was
assigned as secretary to Mrs. Arora, manager of marketing research. She was pleased
to get out of the pool and to get a job that had more variety in the tasks to perform.
Besides, she also got a nice raise in pay.

Everything seemed to proceed will for the next nine months. Mrs. Arora was pleased
with Subhashini’s work, and she seemed happy with her work. Subhashini applied for
a few other more professional jobs in other areas during this time. However, each time
her application was rejected for lack of related education and/or experience in the
area.

Over the next few months, Arora noticed changes in Subhashini. She did not always
dress as neatly as she had in the past, she was occasionally late for work, some of her
lunches extended to two hours, and most of her productive work was done in the
morning hours. Arora did not wish to say anything because Subhashini had been
doing an excellent job and her job tasks still were being accomplished on time.
However, Subhashini’s job behavior continued to worsen. She began to be absent
frequently on Mondays or Fridays. The two-hour lunch periods became standard, and
her work performance began to deteriorate. In addition, Arora began to suspect that
Subhashini was drinking heavily, due to her appearance some mornings and behavior
after her two-hour lunches.

Arora decided that she must confront Subhashini with the problem. However, she
wanted to find a way to help her without losing a valuable employee. Before she
could set up a meeting, Subhashini burst through her door after lunch one day and
said :

“I want to talk to you Mrs. Arora.”

“That’s fine,” Arora replied, “ Shall we set a convenient time?”

“No ! I want to talk now.”

“OK, why don’t you sit down and let’s talk?”

Arora noticed that Subhashini was slurring her words slightly and she was not too
steady.

“Mrs. Arora, I need some vacation time.”

“I’m sure we can work that out. You’ve been with the company for over a year and
have two weeks’ vacation coming.”

“No, you don’t understand. I want to start it tomorrow.”

“But, Subhashini, we need to plan to get a temporary replacement. We can’t just let
your job go for two weeks.”

“Why not? Anyway anyone with an IQ above 50 can do my job. Besides, I need the
time off.”

“Subhashini, are you sure you are all right?”

“Yes, I just need some time away from the job.”

Arora decided to let Subhashini have the vacation, which would allow her some time
to decide what to do about the situation.

Arora thought about the situation the next couple of days. It was possible that
Subhashini was an alcoholic. Hoever, she also seemed to have a negative reaction to
her job. Maybe Subhashini was bored with her job. She did not have the experience or
job skills to move to a different type of job at present. Arora decided to meet with the
Personnel Manager and get some help developing her options to deal with
Subhashini’s problem.

Questions :

1. What is the problem in your opinion? Elaborate.

2. Assume that you are the Personnel Manager. What are the alternatives available
with Mrs. Arora?
3. What do you consider the best alternative? Why?

1. What are the various determinants of organizational culture? How does

leadership influence the culture of an organisation?

2. Describe the responsibilities of a professional manager towards customers

and society. Illustrate your answer with suitable example.

3. Why do people generally resist change? Identify the major factors which
play a significant role in this process. Discuss, what are the common strategies
for change and its management.

4. Describe conflict avoidance, conflict diffusion and conflict confrontation

strategies with the help of suitable examples.

5. Distinguish between decision making under risk and decision making under
conflict or competition. Support your answer with suitable examples.

6. “Managers are known by the work they do and the function they perform.”
Elaborate and critically evaluate the statement.

7. Write short notes on any three of the following:

(a) Line and Staff functions

(b) Managerial Values and Ethos
(c) Socialization process in an organization
(d) Management Information System
(e) Theory X and Y

1 “Coordination is imperative for the success of any organization.” Explaining the

need for coordination suggest the ways to achieve effective coordination in a
decentralised private sector manufacturing organisation.

2 Describe the interpersonal needs in terms of expressed and wanted behavior. Cite
suitable examples to support your views.

3 Why do managers need to acquire different skills at various levels? What are the
skills conceptualized by Katz? Explain how they are proving useful for Indian
managers at different levels.

4 Discuss various strategies used in implementing organisational change in the

context of a large public sector manufacturing organisation.

5 Identify major barriers of communication and explain why do they arise. Explain
ways to overcome these barriers with suitable examples.

6 Write short notes on any three of the following :

(i) Delegation and Decentralisation
(ii) Line and Staff functions
(iii) Theory X and Y
(iv) Domino Effect
(v) Organisational culture and climate

SECTION B

7 Read the case carefully and answer the questions given at the end.

One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called
to the office of his immediate superior V.R. Naik, the production manager. Naik said,
“Rao, I want to discuss a situation in the production department. A lot of people feel
that Govindan is not the right man for the Assistant Superintendent’s position. The
President and others have decided that I have got to fire Govindan or at least move
him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I
was talking with Bhadra this morning, and we decided that you might be able to make
use of Govindan in your department.”

Rao was surprised by both the information, and the proposal.

Naik concluded his comments with, “Rao I am asking you to take Govindan. You can
say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows
that if he goes with you he will take a pay cut. However, I think you can make use of
him both to your own and his satisfaction. You are, anyway, carrying out an in-
process quality control, and you might be able to make good use of Govindan in view
of his long technical experience of production work. Think it over, and let me know
by tomorrow.

Roa thought over the matter.

PMA company had been a successful enterprise until March 1972 at which time it
suffered a sharp decline of profits : sales had fallen off, and production costs had
risen. The President adopted three measures which he hoped would improve the
condition. First, by creating an Industrial Engineering department for establishing
work standards on all production operations, to determine which manufacturing costs
were out of line and where remedial action should be taken. Rao, 28 years old, who
had been with the company for two years in the Purchasing department, was selected.
Rao had B.E. and MBA degrees to his credit. What he lacked in his business
experience he made up by his eagerness to learn. He was ambitious and liked by his
associates. He wanted a transfer from Purchasing to Production for better
opportunities for advancement.

Secondly, he consulted a Management Consultation firm to make a study of the

Production Department. They pointed out that the chain of command was too long
from Production Manager through Plant Superintendent through Assistant
Superintendent to Foremen. They recommended the elimination of the position of
Assistant Superintendent.

Thirdly, he enagaged an Industrial Psychologist to appraise all the Supervisory

Personnel.

Govindan had been with the Company for 20 years since its founding and during this
period had worked on every production operation, and his last 11 years had been in
supervisory capacity. His manners were rough and aggressive, he had little formal
education. The Industrial Psychologist’s report about Govindan contained the
following points :

1. Evaluation for the position of Assistant Superintendent : Not good enough.

2. Capacity for good human relations in supervision : Will have friction frequently.

3. Need for development counselling : Counselling greatly needed.

4. General evaluation : Govindan had a good ability profile. He suffers from a sense
of inferiority. He does not like the responsibility of making decisions. His supervision
is that of Autocratic type. Though he has the ability, as far as his personality make-up
is concerned, he is out of place in the present position.

Questions :

(a) What is the problem in the case? Explain.

(b) Explain Govindan’s behaviour and work experience vis-a-vis the psychologist’s
report.
(c) How do you see Naik’a suggestion to Rao? Give reasons.
(d) What are Rao’s considerations is taking a decision? What should he do? Explain.

. Define organisational effectiveness. How do you differentiate effectiveness from

efficiency? Comment critically with suitable examples from Indian organizations.

2. “Hiring good people is still a relatively simpler task as compared to the task of
retaining them. People may join a company because of its favorable image but will
stay on only if they find appreciation for and satisfaction from their work.” Critically
evaluate the statement and discuss the underlying concepts.

3. What are the salient features of different models of decision making? Explain any
two of them in details and compare them.

4. What are the consequences of inter-group conflict? What are the ways to reduce the
negative consequences of inter-group conflict?

5. Why do people generally resist change? Do personality factors have any role in the
process? Explain common coping mechanisms adopted for managing change.

6. Write short notes on any three of the following:

(i) M.B.O.
(ii) Managerial Values and Ethos
(iii) Brain-Storming
(iv) Effective delegation
(v) Leadership Styles